Inderscience Publishers

Management of "technology push" development projects

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Discussion of "market pull" versus "technology push" approaches in the field of business innovation research has followed a certain trend. The empirical research undertaken until now has been concerned in particular with the question of how each of these approaches differently influences the subsequent success of the innovation. We do not wish to continue this discussion in our paper, rather we assume that both approaches are justified depending upon the importance of the relevant innovation source, the desired degree of innovation and the respective characteristics of the industry in question. We concern ourselves with the characteristics that result in the "technology push" for the management of innovation projects and what implications can be derived from practical project management organisation. In doing so, we concentrate upon all market-related activities, in particular the identification and verification of application areas for new technology. After contrasting the various characteristics of the "technology push" and "market pull" approaches, the market-related characteristics of "technology push" projects are outlined. In this context, current instruments and methods of qualitative market research are introduced and their usefulness discussed. In addition, organisational-structural aspects as well as strategic and operative aspects of "technology push" project management will be highlighted.

Keywords: technology push, project management, marketing

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